Scribd
Upload
378 views5 pages

OM Assignment 2 - Spring 2021

This document contains instructions for homework assignment #2 on operations management concepts like constraint management and lean systems. It provides 6 multi-part questions related to topics like process flow analysis, bottleneck identification, line balancing, mixed model scheduling, value stream mapping, and kanban systems. Students are asked to show calculations and submit responses in a professional word document. Optional bonus parts are included for additional grade percentage points.

Uploaded by

Erfan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOC, PDF, TXT or read online on Scribd
378 views5 pages

OM Assignment 2 - Spring 2021

This document contains instructions for homework assignment #2 on operations management concepts like constraint management and lean systems. It provides 6 multi-part questions related to topics like process flow analysis, bottleneck identification, line balancing, mixed model scheduling, value stream mapping, and kanban systems. Students are asked to show calculations and submit responses in a professional word document. Optional bonus parts are included for additional grade percentage points.

Uploaded by

Erfan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOC, PDF, TXT or read online on Scribd
You are on page 1/ 5

Operations Management

HOMEWORK # 2
Constraint Management and Lean Systems

Instructions:
1. Each individual should submit one word file of the homework with the related
calculations copied in the word file. It is not necessary to submit Excel files or
other supporting files.
2. Homework should be submitted in a neat, professional manner. You are strongly
encouraged to prepare your submission using a typeset software (such as
Microsoft Word), but carefully prepared hand-written submissions are also
acceptable.
3. Some parts of the questions would be a bonus for the grade of your assignments
increasing the grade of your all assignments up to 15% if you solve those parts
correctly but only helps you get a full mark in assignment not more than that.

Questions:

1. Melissa’s Photo Studio offers both individual and group portrait options. The
process flow diagram given below, shows that all customers must first register
and then pay at one of three cashiers. Then, depending on whether they want a
single or group portrait they go to different rooms. Finally, everyone picks up
their own finished portrait.

a. How long does it take to complete the entire process for a group portrait?
b. What single activity is the bottleneck for the entire process, assuming the
process receives equal amounts of both groups and individuals?
c. What is the capacity of the bottleneck for both groups and individuals?
Bonus:

1
d. If 30 percent of the customers are individuals and 70% are groups, what is
the average capacity of Barbara’s shop in customers per hour?

2. Yost-Perry Industries (YPI) manufactures a mix of affordable guitars (A, B, C)


that are fabricated and assembled at four different processing stations (W, X, Y,
Z). The operation is a batch process with small setup times that can be considered
negligible. The product information (price, weekly demand, and processing times)
and process sequences are shown in the diagram below. Raw materials and
purchased parts (shown as a per-unit consumption rate) are represented by
inverted triangles. YPI is able to make and sell up to the limit of its demand per
week with no penalties incurred for not meeting the full demand. Each
workstation is staffed by one highly skilled worker who is dedicated to work on
that workstation alone and is paid $15 per hour. The plant operates one 8-hour
shift per day and operates on a 5-day work week (i.e., 40 hours of production per
person per week). Overhead costs are $9,000/week.

a. Which of the four workstations, W, X, Y, or Z, has the highest aggregate


workload, and thus serves as the bottleneck for YPI?
b. How do you choose to feed the demand (allocate resources) aiming the
most profit? How much is that profit?

3. The trim line at PW is a small subassembly line that, along with other such lines,
feeds the final chassis line. The entire assembly line, which consists of more than
900 workstations, is to make PW’s new E cars. The trim line itself involves only
13 work elements and must handle 20 cars per hour. Work-element data are as
follows:

2
Immediate
Work Element Time (Sec)
Predecessor(s)
A 2.4 -
B 0.5 -
C 2.1 -
D 1.8 C
E 1.1 B
F 0.9 A
G 2 A
H 0.7 F
I 0.7 D
J 1.8 H, E
K 1.3 J
L 1.9 G
M 1.1 L, I, K

a. Draw a precedence diagram.


b. What cycle time (in minutes) results in the desired output rate?
c. What is the theoretical minimum number of stations?
d. Use the longest work element decision rule to balance the line and
calculate the efficiency of your solution.
Bonus
e. Use the most followers work element decision rule to balance the line
and calculate the efficiency of your solution
f. Discuss about the results of e and d part? Which one is better? Is there any
deterministic rule to solve these problems?

4. The Harvey Motorcycle Company produces three models: the Tiger, a sure-footed
dirt bike; the LX2000, a nimble café racer; and the Golden, a large interstate
tourer. This month’s master production schedule calls for the production of 54
Goldens, 42 LX2000s, and 30 Tigers per 7-hour shift

a. What average cycle time is required for the assembly line to achieve the
production quota in 7 hours?
b. If mixed-model scheduling is used, how many of each model will be
produced before the production cycle is repeated?
c. Determine a satisfactory production sequence for the ultimate in small-lot
production: one unit.
Bonus:
d. Discuss the benefits of leveling of production load by both volume and
product mix in this example.

3
5. The manager at Ormonde, Inc., collected the value stream mapping data from the
plant’s most problematic manufacturing cell that fabricates parts for washing
machines. This data is shown in Table below. Using this data, calculate the
current state performance of the cell and answer the following questions.

Average demand: 550/day


Batch size: 20
Overall Process Attributes
Number of shifts per day: 3
Availability: 8 hours per shift with a 45-minute lunch break
Cycle time = 120 seconds
Setup time = 3 minutes
Process Step 1 Cutting Up time = 100%
Operators = 1
WIP = 400 units (Before Cutting)
Cycle time = 100 seconds
Setup time = 5 minutes
Process Step 2 Bending Up time = 100%
Operators = 1
WIP = 500 units (Before Bending)
Cycle time = 140 seconds
Setup time = none
Up time = 100%
Process Step 3 Punching
Operators = 1
WIP = 200 units (Before Punching)
WIP = 1,000 units (After Punching)
Customer Shipments One shipment of 2,750 units each week
All communications with customer are electronic
Information Flow There is a weekly order release to Cutting
All material is pushed

a. What is the cell’s current inventory level?


b. What is the takt time for this manufacturing cell?
c. What is the production lead time at each process in the manufacturing
cell?
d. What is the total processing time of this manufacturing cell?
e. What is the capacity of this manufacturing cell?

4
6. Markland First National Bank of Rolla utilizes Kanban techniques in its check
processing facility. The following information is known about the process. Each
Kanban container can hold 50 checks and spends 24 minutes a day in processing
and 2 hours a day in materials handling and waiting. Finally, the facility operates
24 hours per day and utilizes a policy variable for unforeseen contingencies of
0.25.
a. If there are 20 Kanban containers in use, what is the current daily demand
of the check processing facility?
b. If the Muda or the waste in the system were eliminated completely, how
many containers would then be needed?

Good Luck!

You might also like

pFad - Phonifier reborn

Pfad - The Proxy pFad of © 2024 Garber Painting. All rights reserved.

Note: This service is not intended for secure transactions such as banking, social media, email, or purchasing. Use at your own risk. We assume no liability whatsoever for broken pages.


Alternative Proxies:

Alternative Proxy

pFad Proxy

pFad v3 Proxy

pFad v4 Proxy